将薪酬计划与KPI联系起来的基本思想是一个简单的范式。然而，该实现会导致较新的网络问题。如果没有正确地实现它，会产生比解决方案更多的问题。如果从长远的角度考虑，奖金并不能刺激员工发展业绩。因此，从长远来看，只把钱作为一种动机是行不通的。更好的方法是根据员工在战略目标上的成就来获得报酬。从技术角度来看，薪酬计划通常与业务目标相关联。因此，员工成为公司的一部分(Hillier, Comfort, and Jones, 2017)。他们不仅得到了财务奖金的补偿;相反，他们引导员工成为战略目标的一部分。这些目标的实现必须为员工提供晋升的机会。许多员工都被个人成长的机会所激励。有时候，给予员工更多的报酬和成长会带来成功。
The basic ideology of linking the compensation plan to KPI is a simple paradigm. However, the implementation causes newer network issues. This creates more issues than solution if it is not implemented properly. The bonus does not stimulate the employee to develop results when considered from a long-term perspective. Hence, only linking money as a motivation would not work in the long term. The better approach is to derive the compensation of the employees based on their achievement on the strategic objectives. From technical perspectives, the compensation plan is often linked to business objective. Owing to this, the employees are made a part of the company (Hillier, Comfort, and Jones, 2017). They are not merely compensated with financial bonuses; rather they initiate the employees to be a part of the strategic objectives. These achievements of targets must enable the employee opportunities for advancement. Many of the employees are motivated by the opportunities for individual growth. Sometimes, giving the employees more remuneration and growth leads to success.
The company needs to also factor in other variables to ensure that the employees are motivated. The company must also respect employees and understand their needs. The importance is recognizing the employee efforts and reward performance. The company will also be benefitted if it chooses to personally thank employees.